Case Study Irontown

In the past, Irontown Inc. has gone through the process of developing a short-term staffing plan and redeveloping their candidate assessment and selection procedures to better fill their customer service representative (CSR) positions. Now, they are wanting to develop a retention plan that will support their overall staffing strategy for their company. The new retention plan is vital because they have decided to retain their customer service department (CSD) internal, hopefully reducing their turnover rate by 20% per year over the next three years. If Irontown’s new retention program meets their objectives by the end of the first year, they are going to invest in a new CRM software program. Irontown’s HR department has requested the last 120 employees who left voluntarily to participate in an exit interview. They will collect data from these interviews, form focus groups, determine what the issues are, and then use this information to develop a retention plan that supports the overall staffing strategy of the company. While evaluating this case study, this author will take a look at the key and underlying issues, the facts that affect these issues, recommend a solution and a plan implementation, and conduct follow-ups.

Key and Underlying Issues
When Irontown looks at

These follow-ups give them the chance to measure their results of employee turnover rate over the last 12-months, assess their process, and see if there are any improvements that need to be made to the program. The training, software upgrades, and their appreciation and recognition program can be evaluated by conducting surveys of the trainees and the current CSRs. They will allow Irontown to continue to observer the opinions and work conditions of their employees and make modifications